Much of the corporate culture has really been placed under a lot of scrutiny in recent years. There have been some high-profile incidents, often times connected with significant monetary losses, during which the pervasive culture of the organisation has come into question. A lot of questions were put forward by politicians and regulators trying to figure out just “who knew what” and also who, in due course, ought to be responsible for precisely what happens inside the organisation. Inside sizeable corporations, ultimately the Board is accountable for assigning the key executive officer, who’s then accountable for working with the “C” suite of executives down below. Responsibilities are usually designated based on positions within the executive director team and then chains associated with accountability run up and down after that.

Whilst a great deal of this specific arrangement is needless to say governed and regulated by specific laws, these types of laws do not necessarily cover any pervasive culture beneath the surface. Regulations might attempt to outline the way the company is operated on a daily basis from many different viewpoints, however, there is evidently a great deal of slack with regards to leadership behaviours as well as leadership styles throughout the organisation.

In reality, you’ll find that there’s only so much that external regulation can do to dictate just how a company is run from any broader point of view. Too much regulation can actually constrain the real world productivity associated with any organisation, as all of us have noticed again and again in past times. Yet recent high-profile cases suggest that there could possibly be a necessity for far more intrusive regulation, or maybe more pertinently we should be calling for significantly more self-regulation internally.

At times, particularly in several of the more “storied” associations, a feeling of standing can override the necessity for self-regulation. It might be almost like the reputation of the organisation concerned is much more important than everything else and should be secured, even when this means that certain activities need to be swept beneath the carpets.

When business leaders of an organisation become far too concerned with the standing and reputation of the company above all else, this may be a recipe for disaster. It is vital for any chief executive officer to appreciate that integrity in this specific level might mean looking over and above safeguarding the company’s “position.” Occasionally measures must be taken to ensure that there’s greater transparency and that even more searching questions are called for prior to when things begin to go terribly wrong.

When certain leadership behaviours come to be too established together with inner corporate convention the positioning of the CEO can on occasion come to be impossible or untenable. In this case, personal integrity should go to the fore to make sure that the necessary position is secured.

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